• International journal of advanced smart convergence
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• 제8권4호
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• pp.93-103
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• 2019

We examined the mediating effect of the consistency of the values of organizational members on the relationship between the values of IT enterprise executives and organizational performance. Hypotheses 1, 2, and 3, which were set up to achieve the purpose of this study, were verified as follows. First, Hypothesis 1 proposed that the values of management will have a positive effect on organizational performance. Second, Hypothesis 2 proposed that the values of management are likely to have a positive effect on the consistency of the values of organizational members. Third, Hypothesis 3 proposed that the consistency of the values of organizational members will have a positive (+) influence on organizational performance. We found that the consistency of the values of organizational members has a positive (+) influence on organizational performance. Hypothesis 3 was adopted. Fourth, the consistency of the values of the organizational members proved that the organizations with high consistency of values performed well by mediating the values and organizational performance of management. In other words, according to the values of the management, we can improve an organization's sustainability management system by increasing the value of organizational performance and the values of organizational members. Therefore, we must establish plans that can be shared systematically and strategically about the values of management. In addition, the consistency of the values of organizational members has a direct or indirect influence on improving organizational performance. Therefore, we need to systematically derive and improve various factors that can increase the consistency of the values of organizational members in terms of strategic human resource management, such as organizational vision, core values, talent awards, selection process, and motivation. Therefore, the greatest significance of this study is in its theoretical and practical implications for increasing the sustainability management system by using the influence of the executives' can do to further improve the organizational performance.

• International Journal of Advanced Culture Technology
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• 제7권4호
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• pp.76-85
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• 2019

This study examined the mediating effect of management's values on organizational performance and between them. Hypotheses 1, 2, 3, and 4 which were set up to achieve the purpose of this study, were verified as follows. First, Hypothesis 1 proposed that the values of management will have a positive effect on organizational performance. Second, Hypothesis 2 proposed that the values of management are likely to have a positive effect on the consistency of the values of organizational members. Third, Hypothesis 3 proposed that the consistency of the values of organizational members will have a positive (+) influence on organizational performance. We found that the consistency of the values of organizational members has a positive (+) influence on organizational performance. Hypothesis 3 was adopted. Fourth, hypothesis 4, the value consistency of the members of the organization, had a mediating effect between the organization performance on value management. The results of this study were all adopted research hypotheses. Therefore, management's values have a significant impact on the theoretical and practical aspects by showing the relationship between organizational members' value consistency and organizational performance. In the future, the necessity of further research on management's values and member's value consistency through various fields for organizational performance has emerged.

• 벤처창업연구
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• 제8권1호
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• pp.111-125
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• 2013

본 연구는 기업구성원들에 대한 설문조사를 통해 학습조직의 개인차원, 집단차원, 조직차원의 학습활동이 직무만족, 조직몰입, 혁신행동에 어떠한 영향을 미치며 학습조직의 세 가지 차원과 조직유효성 간의 관계에서 공유가치의 조절효과를 파악하기 위한 연구이다. 학습조직의 개인, 집단 조직차원의 학습활동이 직무만족에 긍정적인 영향을 미치며, 조직몰입과 혁신행동에는 부분적인 영향을 미치는 것으로 나타났다. 학습조직의 세 가지 차원과 조직유효성의 관계에 있어서 공유가치의 조절효과를 보면 다음과 같다. 첫째, 공유가치가 집단차원의 학습활동과는 부적으로, 조직차원의 학습활동과는 정적으로 직무만족에 미치는 영향을 조절하는 것으로 나타났으나, 개인차원 학습과 직무만족과의 관계는 조절효과가 없는 것으로 나타났다. 둘째, 공유가치가 집단차원의 학습활동과는 부적으로, 조직차원의 학습활동과는 정적으로 조직몰입에 미치는 영향을 조절하는 것으로 나타났으나, 개인차원학습과 조직몰입과의 관계는 조절효과가 없는 것으로 나타났다. 셋째, 공유가치가 집단차원의 학습활동과는 부적상호작용으로 조직차원의 학습활동과는 정적상호작용으로 혁신행동에 영향을 미치는 것으로 파악되었으나 개인차원의 학습활동은 조절효과가 없는 것으로 나타났다.

• Safety and Health at Work
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• 제4권4호
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• pp.187-196
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• 2013

Background: Health, safety, and well-being (HSW) at work represent important values in themselves. It seems, however, that other values can contribute to HSW. This is to some extent reflected in the scientific literature in the attention paid to values like trust or justice. However, an overview of what values are important for HSW was not available. Our central research question was: what organizational values are supportive of health, safety, and well-being at work? Methods: The literature was explored via the snowball approach to identify values and value-laden factors that support HSW. Twenty-nine factors were identified as relevant, including synonyms. In the next step, these were clustered around seven core values. Finally, these core values were structured into three main clusters. Results: The first value cluster is characterized by a positive attitude toward people and their "being"; it comprises the core values of interconnectedness, participation, and trust. The second value cluster is relevant for the organizational and individual "doing", for actions planned or undertaken, and comprises justice and responsibility. The third value cluster is relevant for "becoming" and is characterized by the alignment of personal and organizational development; it comprises the values of growth and resilience. Conclusion: The three clusters of core values identified can be regarded as "basic value assumptions" that underlie both organizational culture and prevention culture. The core values identified form a natural and perhaps necessary aspect of a prevention culture, complementary to the focus on rational and informed behavior when dealing with HSW risks.

• 보건행정학회지
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• 제26권3호
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• pp.155-171
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• 2016

Background: In this study, state-owned medical institutes, industrial accident hospitals, veteran hospitals, and private medical clinics including 16 university medical institutes in the Seoul metropolitan area were selected to examine the causality of ethical management, positive psychological capital, and organizational effectiveness. Methods: The study analyzed 1,056 valid questionnaires to which a total of 1,325 nurses, medical technicians, doctors, and administrative staff in 34 healthcare organizations answered over two months from June to August 2015. The study also utilized a 'structural equation model,' and a 'hierarchical linear model' to conduct the analysis. Results: It was first found that ethical leadership, ethical management systems, and organizational ethics values, which are the three factors of ethical management, had significant influence on organizational commitment, and behavior. These are the three factors of employee organizational effectiveness. Second, ethical management, ethical leadership, ethical management systems, and organizational ethics values had significant influence on positive psychological capital. Third, positive psychological capital had significant influence on organizational commitment, turnover intention, and organizational citizenship behavior. Positive psychological capital presented an indirect effect on the relationship between the ethical management and organizational effectiveness of employees. The effect of positive psychological capital consisting of self-efficacy, hope, resilience, and optimism was confirmed in the healthcare organizations. Fourth, in relations among ethical management variables, ethical leadership showed a significant impact on ethical management systems, which had significant impacts on organizational ethics values, which had significant impacts on ethical leadership.

• 한국병원경영학회지
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• 제6권2호
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• pp.86-114
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• 2001

As the environment related to hospital operation has changed very competitively in recent years, a need to reform the hospital management is ever growing. For that reason, it has become more urgent and strategically important for us to diagnose the organizational culture of the hospitals and to make efforts to change them towards more performance- and customers-oriented one. So far, there have been many studies done on the hospital organizations. However, this research distinctively attempts to base itself on the competing values approach in studying the organizational culture and empirically examine how different profiles of the organizational culture may have an impact on the organizational performances in hospital organizations. The results of this study has showed several interesting findings and posed the discussions to be dealt with. First, most hospitals selected for this research are characterized by the inner-oriented culture with more focused on 'hierarchy' and 'relationship-oriented' culture rather than on 'reform' and 'work-oriented' one. And the strong 'hierarchy-oriented' culture is a very general phenomenon in the sample hospitals. From these findings, we can inference that despite the recent efforts of most Korean hospitals for organizational change and innovation they still have long distance way to go. In addition, another important implications of this research has come from the analysis of the relationships between the cultural profiles and organizational performances. For this purpose, this research has conducted a series of cluster analysis and identified four distinct cultural profiles from the sample organizations. Several major findings are as follows. First, with respect to the dependent variable of 'job satisfaction' perceived by the nurses working in the sample hospitals, we found that the balance of competing organizational values had more positive impact on the job satisfaction. This result confirms the hypothesis of competing values model on the organizational performances. However, such result was not replicated on the other dependent variable, 'patients' satisfaction'. The reasons for these results and other discussions including the limitations of this study are suggested.

• 대한지역사회영양학회지
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• 제4권3호
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• pp.441-453
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• 1999

This study aims to investigate the effects of job characteristics and work on both organizational commitment and job satisfaction of the school foodservice dietitian for the purpose of providing information for quality improvement in productivity of school foodservice. The subjects were 401 school foodservice dietitians in Taegu and the Kyungpook area. The survey questionnaires consisted of five parts including demographic characteristics, job characteristics(JCI), work values, organizational commitment(OCQ) and job satisfaction(JDI). More than half of the subjects(65.3%) were between the age of 26 to 30 years. Seventy-one percent of the participants had bachelor’s degrees and monthly wages of 83.2% ranged from 700,000 to 1,200,000 won. The education of thedietitians was found to have a significant relatinship with job satisfaction in all fields. Job characteristics such as feedback, job characcteristics such as job autonomy, feedback and friendship were positively correlated with job satisfaction. The group of dietitians with high work value scores for work as a central life interest had significantly high scores in organizational commitment(p<0.01) and overall job satisfaction(p<0.05). Job satisfaction such as work-itself, pay, supervision, promotion and co-workers were positively correlated with organizational commitment. According to the Lisrel program, organizational commitment was affected by educational level(-0.23). Job satisfaction was also affected by educational level(-0.18), autonomy(0.24), friendship(0.12), feedback(0.08), individualism(-0.07) and organizational commitment(0.44) directly. In conclusion, school foodservice dietitians may increase the level of their commitment to organization and job satisfaction by increasing autonomy, feedback adn friendship of job characteristics and work values.

• 간호행정학회지
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• 제4권1호
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• pp.89-105
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• 1998

Modern organizations, both complicated and complex, operate in an economic climate of· turbulence and rapid change. And Today's healthcare environment is changing, driven by demographic, environmental. social, political and technological forces. In actual practice, the organization usually depend on several factors such as economic state of organization, managerial strategies, a synthesis of several theories that reflect individual biases, specific circumstances, and practical realities. These rapidly changing healthcare environment and professional nursing practice need a strategy for the organizational development and goal attainment. An understanding of organizational culture could help managers enhance or expand their management strategy, thus increasing the probability of their success in the organization. Organizational culture is an abstract, yet potent managerial concept. With roots in several disciplines, several perspectives and definitions of organizational culture have emerged. The concept of organizational culture has been rapidly introduced into the academic and organizational world, with the much attention to the excellent companies that have continued rapid grow th despite the overall world economic recession in the late of 1970s. Organizational culture is the combination of the symbols, language, assumptions, and behaviors that overtly manifest an organization's norm and values. It is the taken-for-granted and shared meanings people assign to their social surroundings that can have a profound effect on an organizaitonal decision making and performance. For attaining a organizational goal and developing organization, it is necessary to put emphasis on developing organizational culture. It has to set organizational culture well understood by its members as an instrument to achieve the organizational goals. Both Manager and staff can focus and act on the values identified. Also, managers will exhibit better decision making capabilities because they are guided by perception of the organizational values. Therefore, understanding of organizational culture could give a strategy for organizational development that assist hiring personnel, orienting new comers, facilitating organizational change and promoting learning and so on. But their is few study on nursing organizational culture in Korea. Moreover they have not had a clear definition of Korean nursing organizational culture. Therefore, it is necessary to lay down definition of Korean nursing organizational culture and fine out real factor of Korean nursing culture. For defining a definition of Korean nursing organizational culture, this study assessed several definitions of organizational culture, factors of culture, types of culture, and functions of culture through book review.

• 한국산학기술학회논문지
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• 제16권12호
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• pp.8498-8508
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• 2015

본 연구는 일 지역 간호대학생의 자아존중감, 전문직관 및 조직 몰입 간의 관계를 규명하기 위해 시도되었다. 자료수집은 2015년 5월 23일에서 27일 사이에 J시에서 간호대학생 287명을 대상으로 시도되었다. 자료에 대한 분석은 평균, 표준 편차, t 검정, ANOVA, Scheffe's test, Pearson 상관 계수, 단계적 다중 회귀 분석을 WIN SPSS 17.0 프로그램을 이용하여 분석 하였다. 간호대학생들은 자아존중감, 간호전문직관 및 조직몰입에 대해 5점 만점에 각각 4.07점, 3.93점 및 3.75점의 평균값으로 나타났으며, 간호대학생의 자아존중감은 전문직관, 조직몰입과 통계적으로 유의한 순 상관관계를 보였고, 전문직관과 조직몰입도 통계적으로 유의한 순 상관관계를 보였다. 자아존중감과 전문직관 두 측정변인은 간호대학생의 조직몰입에 대해 47.2 %의 설명력을 보였다. 이에 간호대학생의 자아존중감과 전문직관을 증진시키는 교육을 통해 긍정적인 조직몰입을 강화하는 것이 필요하다.

• The Journal of Asian Finance, Economics and Business
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• 제9권9호
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• pp.157-166
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• 2022

The purpose of this paper is to explain the process of developing and validating the instrument to measure the university's organizational core values and sub-values known as ESI iDART. The three core values are excellence, synergy, and integrity, while the five sub-values comprise knowledge, discipline, trustworthiness, diligence, and responsibility that all staff should understand and practice. These values must be measured to examine the extent to which the staff has practiced them in their work life. With regard to methodology, the research instrument used in the study was developed using a focus group study involving 39 university staff from various departments and campuses. The instrument was later refined and validated by a group of experts from the university. In the main study, the instrument was distributed to all 17,969 university staff from all over the country. After one month, a total of 11,688 university staff participated in the survey indicating a 66% response rate. Using descriptive analysis, reliability analysis, and ANOVA, the results indicate that instrument is considered valid and reliable to be used. The major findings from the study show that organizational values increase over time. Some theoretical and managerial implications are also discussed.